Professional Documents
Culture Documents
COURSE OUTLINE
Before Mid-Term
HRM Functions and Integration with Staffing &
Selections
Fundamentals of Staffing
Job Analysis and Competency Model
Attracting Talent Pool
Staffing and & Selection Legal Issues
Bias and Fairness
30%
30%
35%
5%
INTRODUCTION
HRM Functions
Organizations are not mere bricks, mortar,
machineries or inventories. They are people. It is the
people who staff and manage organizations.
- HRM involves the application of management
functions and principles. The functions and
principles are applied to acquisitioning, developing,
maintaining, and remunerating employees in
organizations.
- Decisions relating to employees must be
integrated. Decisions on different aspects of
employees must be consistent with other human
resource (HR) decisions.
HRM Functions
- Decisions made must influence the
effectiveness of an organization. Effectiveness
of an organization must result in betterment of
services to customers in the form of highquality products supplied at reasonable costs.
- HRM functions are not confined to business
establishments only. They are applicable to
non-business organizations, too, such as
education, health care, recreation, and the
like.
HRM Functions
Human
Resource
Management
is
a
management function that helps managers
recruit, select, train and develop members for
an organization. HRM is concerned with the
HRM Functions
The core functions of HR, or Human Resources,
may vary but there are six main functions. The
functions are stated as: recruitment, selection,
orientation, development, performance evaluation,
and career path management. Each function has
multiple responsibilities and steps that are
included.
Recruitment is the process of attracting employees.
Selection is the process of selecting the people
most suited for the job position.
HRM Functions
Orientation is the training of new employees to
perform each job responsibility that is listed in
their job description.
Development is used to improved
effectiveness of the employees.
Performance evaluation assesses the person's
productivity during a certain time period.
Career path management is the process of
actively managing the employee skills for a
successful career
HRM Functions
After an organization's structural design is
in place, it needs people with the right
skills, knowledge, and abilities to fill in that
structure. People are an organization's
most important resource, because people
either create or undermine an
organization's reputation for quality in
both products and service.
HRM Functions
In addition, an organization must respond
to change effectively in order to remain
competitive. The right staff can carry an
organization through a period of change
and ensure its future success. Because of
the importance of hiring and maintaining
a committed and competent staff,
effective human resource management is
crucial to the success of all organizations.
HRM Functions
Understanding the fundamentals of HRM can
help any manager lead more effectively. Every
manager should understand the following three
principles:
All managers are human resource managers.
Employees are much more important assets
than buildings or equipment; good employees
give a company the competitive edge.
Human resource management is a matching
process; it must match the needs of the
organization with the needs of the employee.
FUNDAMENTALS OF
STAFFING
Staffing
Staffing and selection are both about choosing the
right candidates out of the pool and getting them
through the recruiting funnel and into the
leadership pipeline.
Staffing is the process of acquiring, deploying, and
retaining a workforce of sufficient quantity and
quality to create positive impacts on the
organizations effectiveness. This process is
performed by management functions, in effect, all
managers are human resource managers,
although human resource specialists may perform
some of these activities in large organizations
Staffing
Acquisition comprises the recruitment
processes leading to the employment of staff.
It includes human resource planning to identify
what the organization requires in terms of the
numbers of employees needed and their
attributes (knowledge, skills and abilities) in
order to effectively meet job requirements. In
addition the selection techniques and methods
of assessment to identify the most suitable
candidates for a particular job.
Staffing
Deployment involves decisions about how those
recruited will be allocated to specific roles according to
business demands. It also concerns the subsequent
appointment to more advanced jobs through internal
recruitment, promotion or reorganization.
Retention deals with the management of the outflow of
employees from an organization. This includes both
managing voluntary activities such as resignation, and
controlling involuntary measures whereby employees
are managed out of the organization through
redundancy programs or other types of dismissal.
Staffing
Contd.
The overriding objective is to minimize the
loss from the organization of valued
employees through strategic and tactical
measures whilst enabling the organization
to reduce employment costs where
circumstances dictate.
Importance of Staffing
Staffing has been an important aspect in
all types of organizations development.
More and more companies have noticed a
good staffing plan could increase
productivity and reduce operation costs in
terms of lower turnover rate and transition
costs. Good staffing could be able to
minimize cost in order to maximize profit,
because it could assist the company to
stay more competitive within the industry.
Importance of Staffing
Staffing Process
1.Manpower requirements- The very first step in
staffing is to plan the manpower inventory
required by a concern in order to match them
with the job requirements and demands.
Therefore, it involves forecasting and
determining the future manpower needs of the
concern.
2.Recruitment- Once the requirements are
notified, the concern invites and solicits
applications according to the invitations made
to the desirable candidates.
Staffing Process
3.Selection- This is the screening step of
staffing in which the solicited applications
are screened out and suitable candidates
are appointed as per the requirements.
4.Orientation and Placement- Once
screening takes place, the appointed
candidates are made familiar to the work
units and work environment through the
orientation programmes. placement takes
place by putting right man on the right job.
Staffing Process
5.Training and Development- Training is a part
of incentives given to the workers in order to
develop and grow them within the concern.
Training is generally given according to the
nature of activities and scope of expansion in
it. Along with it, the workers are developed by
providing them extra benefits of indepth
knowledge of their functional areas.
Development also includes giving them key
and important jobs as a test or examination in
order to analyze their performances.
Staffing Process
6.Remuneration- It is a kind of compensation
provided monetarily to the employees for their
work performances. This is given according to
the nature of job- skilled or unskilled, physical
or mental, etc. Remuneration forms an
important monetary incentive for the
employees.
7.Performance Evaluation- In order to keep a
track or record of the behavior, attitudes as well
as opinions of the workers towards their jobs.
Regular assessment is done to evaluate and
supervise different work units in a concern.
Staffing Process
Contd..
It is basically concerning to know the
development cycle and growth patterns of
the employees in a concern.
8.Promotion and transfer- Promotion is said
to be a non- monetary incentive in which
the worker is shifted from a higher job
demanding bigger responsibilities as well
as shifting the workers and transferring
them to different work units and branches
of the same organization.
Job Analysis
Job analysis is the important process of
identifying the content of a job in terms of
activities involved and attributes needed to
perform the work and identifies major job
requirements.
Job analyses provide information to organizations
which helps to determine which employees are
best fit for specific jobs. Through job analysis, the
analyst needs to understand what the important
tasks of the job are, how they are carried out, and
the necessary human qualities needed to complete
the job successfully.
WHAT IS COMPETENCY
MODELING?
Competency Modeling is a corporate initiative
designed to align the skills, knowledge, and
abilities of employees with the companys
strategic goals and objectives. The term
competency refers to an ability, skill, or attribute
that is associated with superior job performance.
Competencies are typically defined in terms of
behaviors. Examples include:
Decision Making: Ability and willingness to make
tough decisions in a timely manner. Follows
through on decisions and actions.
WHAT IS COMPETENCY
MODELING?
Customer Service: Maintains a
consistent focus on meeting or
exceeding the customers
expectations while staying in touch
with changing customer needs.
The value of competency modeling lies
in defining and implementing the
competencies that are critical to the
success of an organization.
COMPETENCIES
CORE COMPETENCIES
Core competencies describe the behaviors
that are key to the success of an
organization. In a sense, core
competencies define the skills and abilities
that all employees must demonstrate in
order to drive business results. Core
competencies are directly aligned with and
support the primary goals and strategies
of the organization.
COMPETENCIES
TECHNICAL COMPETENCIES
Technical competencies describe the
behaviors that key to the success of an
individual job or position within the
organization. These are the knowledge and
abilities required to drive results in the
particular Job position, and are often built
upon the foundation of the organizations
core competencies.
ATTRACTING TALENTED
PEOPLE
Looking for talent? The smartest
employers, who hire the best people,
recruit a pre-qualified candidate pool of
potential employees before they need to
fill a job
You can develop relationships with
potential candidates long before you need
them. you will experience wars for talent
as the baby boomer generation retires.
WHATS IMPORTANT TO
APPLICANT
To better understand the differences
among unique populations of job
seekers, Gallup surveyed a targeted
sample of people looking for jobs and
asked them a series of questions
about what was important to them in
their job search. Some key findings
are:
WHATS IMPORTANT TO
APPLICANT
Highly educated people place high
importance on a company's mission and
culture
WHATS IMPORTANT TO
APPLICANT
Applicants looking for full-time work
place heavy emphasis on long-term
benefits and growth prospects.
Those seeking a full-time job place more
importance on a company's pay and benefits,
growth and advancement opportunities, and
financial outlook than do those seeking parttime work. This might be because part-timejob seekers are looking for a job for very
different reasons than full-time-job seekers.
WHATS IMPORTANT TO
APPLICANT
Different kinds of job seekers require
different kinds of messages.
Not all job seekers are the same, so companies
must try to understand the differences to create a
compelling reason for people to want to work for
them. Companies should tailor recruitment
messages to different types of job seekers. Those
interested in entry-level, individual contributor roles
might be looking for very different things in a
company compared with a job seeker who has
years of experience and who is looking for a
management role.
RECRUTING IDEAL
CANDIDATES
Identify and prioritize different types of
positions and job seekers.
Often, it's not feasible for a company to study every
role, so executives may want to focus on roles that
have the biggest impact in the company or on
those with the most job openings. An efficient way
to do this is to group job opportunities into larger
categories that make sense to your applicants.
Start by asking: What groupings or categories
might applicants look for when searching for a job?
How can we make their search easier?
RECRUTING IDEAL
CANDIDATES
Study applicants for -- and employees in -- your
high-priority positions.
Once your company has identified the positions that
are most important and that should have unique
recruitment messaging, gather information from top
performers and top applicants in these roles. Start by
identifying your best employees and managers and
your ideal applicants. Then invite them to participate
in a survey, interview, or focus group, Ask your best
employees questions about why they like their jobs
and what attracted them to your company, share it
with potential candidates
RECRUTING IDEAL
CANDIDATES
Communicate and integrate
messaging
After reviewing all the data from the
employees, companies will see common
themes and patterns from the interviews.
Those themes should be instilled in the
staffing strategy.
RECRUTING IDEAL
CANDIDATES
Dos
A job description that tells potential employees the exact
requirements of the position is useful
Spread word-of-mouth information about the position
availability, or eventual availability, to each employee so
they can constantly look for superior candidates in their
networks of friends and associates. In this age of online
social and professional networking, the chances are, you
and your employees are instantly connected to hundreds,
and even thousands, of potential candidates. Tap into this
potential audience on Facebook, LinkedIn, and Twitter, to
name just a few.
RECRUTING IDEAL
CANDIDATES
Use trade show to meet and get to
know potential candidates as well as
customers. Encourage employees to
gather business cards from, and
develop relationships with, high
potential possible employees. And,
don't stop with employees alone; tap
the networks of your social, board,
funder and academic connections, too.
RECRUTING IDEAL
CANDIDATES
Use extensive telephone networking.
Bring people in for interviews before you
have an available position. You may even
want to consider starting a periodic
company newsletter to keep your master
lists of potential employees, customers
and interested others up-to-date about
company progress and happenings. You
can use online and/or mail distribution to
send these out.
RECRUTING IDEAL
CANDIDATES
Does your "Join Our Team" section of your
company Web site tell and even, "sell,"
potential employees about the vision,
mission, values and culture of your company?
Do you present a message about how people
are valued? Do you express your
commitment to quality and to your
customers? If not, you are missing out on one
of the most important recruiting tools you
have to appeal to prospective high-potential
employees.
Fairness
How correct our decisions are can be
thought of in terms of two properties:
Fairness - The social justice issues
surrounding the employment of the test
Bias - A statistical artifact in the test
which makes it respond differently to
different groups
Fairness
Fairness is a social rather than a
psychometric concept. Its definition
depends on what one considers to be
fair. Fairness has no single meaning
and, therefore, no single definition,
whether statistical, psychometric, or
social. The Standards notes four
possible meanings of fairness.
Fairness
The first meaning views fairness as requiring equal
group outcomes (e.g., equal passing rates for
subgroups of interest). Outcome differences in and of
themselves do not indicate bias.
The second meaning views fairness in terms of the
equitable treatment of all examinees. Equitable
treatment in terms of testing conditions, access to
practice materials, performance feedback, retest
opportunities, and other features of test administration,
including providing reasonable accommodation for test
takers with disabilities when appropriate, are important
aspects of fairness under this perspective.
Fairness
The third meaning views fairness as requiring
that examinees have a comparable
opportunity to learn the subject matter
covered by the test.
The fourth meaning views fairness as a lack
of predictive bias. For example, a selection
system might exhibit no predictive bias by
race or gender, but still be viewed as unfair if
equitable treatment (e.g., access to practice
materials) was not provided to all examinees.
Bias
Bias is an inclination of temperament or
outlook to present or hold a partial
perspective and a refusal to even consider
the possible merits of alternative points of
view. People may be biased toward or against
an individual, a race, a religion, a social class,
or a political party. Biased means one-sided,
lacking a neutral viewpoint, not having an
open mind. Bias can come in many forms and
is often considered to be synonymous with
prejudice or bigotry.
Bias
In judgment and decision making (Cognitive
bias)
A cognitive bias is the human tendency to make
systematic decisions in certain circumstances
based on cognitive factors rather than evidence.
Bias arises from various processes that are
sometimes difficult to distinguish. These processes
include information-processing shortcuts,
motivational factors, and social influence. They
include errors in judgment, social attribution, and
memory. Cognitive biases are a common outcome
of human thought.
Bias in Test
A bias exists in a test if gives different
results for different populations
Types of Discrimination
Age
Disability
Equal Pay/Compensation
Genetic Information
Harassment
National Origin
Pregnancy
Race/Color
Religion
Retaliation
Sex
Sexual Harassment
Discrimination in
Bangladesh
Age
Disability
Compensation
Origin
Religion
Gender
Political